1.Write a brief
note on cross cultural management and it significance.

2.Explain individualism and collectivism as dimensions of culture across nations.

3.What are the different variables affecting
marketing that are beyond the control of an international marketer?

4.Discuss the role of culture add emotions in
intercultural negotiations.

5.How do preferred leadership styles differ across
the different GLOBE clusters?

6.What are the differences between traditional
teams and global teams?

Section –B

Note: Attempt one question form each subsection (7-10) each
question carries 8 marks

7.

a.What are Kluchohn and Strodtbeck’s value
orientations ? how do they differ from Hofstede’s cultural dimensions?

b.Discuss briefly the four cultural predisposition
MNCs tend to have towards managing things in a global context.

8.

a.What are the different challenges faced in
communicating across cultures? How can various barriers be reduced?

b.What are the significant shifts in human
resource development practices of MNCs in recent times?

9.

a.What are the various challenges of international
human resource staffing?

b.Discuss the anatomy of negotiations and detail
key success factor which should kept in mind while conducting successful
international negotiations.

10.

a.Compare and contrast the labour management
practices and cultural environment of India with Japan.

b.Outline the role of leader in shaping culture
and ensuring ethics in an international organization.

Section-C

Note : answer the questions given with case. Each questions
carries 4 marks.

Gary was not hving an easy time either. He had felt that
with his American education and experience he could bring about a lot positive change in the newly acquired
organization. But bringing about change was not easy. Being a CEO was not easy
either. Gary had already learnt from some Indians in the US that the first
thing American CEOs. Do in India (which makes them highly unpopular ) on taking
over a company is to cut down on ‘peons’
or ‘office boys’ who run errands
for managers and also help serve tea and coffee to visitors. This was one
mistake he would not make. But not cutting down on office boys did not help him
solve the many other problems he discovered the company had.

Meetings with his managers and the HR head revealed many
irregularities. For one, there were far too many people on the bench. The
people on the bench seemed to be relatively senior and would need up gradation
of their skills if they were to be useful. The previous CEO was a brilliant
engineer, but did not appreciate the strategic role of HR . the HR department
had no decision making authority, and just had o implement decisions taken by
project managers. The performance appraisal and reward system seemed to be
based on the individual project managers whims. If a project manger needed to hire a person with specific skills for a
project , he or she directly negotiated the salary with the prospective
employee without looking at the salary levels of others in the company. This
had resulted in situation, where people at the same level had vastly different
salaries, or new recruits had salaries much higher than people who had been with
company for many years. It was evident that there was lot of dissatisfaction
because of these inequalities. No one had analyzed the attrition data and when
Gary asked the HR head to do so the
report showed that the highest performers were leaving the company these were
just a few of ht problems he discovered.

Gary was keen on giving more power to the HR department, but
had to do so without antagonizing the project managers who were revenue earnes.
Gary and the HR head introduced several changes to professionalize the company;
no one questioned the changes but very few project managers were implementing
the changes. Other continued functioning the way they used to Gary found that
Indians were culturally different and had the inability to say no, share information
and stick to a deadline. They had an excessive desire to please CEO which
annoyed Gary. Gary heard form HR head that the previous CEO would spend time
just visiting employees and finding out about their lives and families. Gary
felt tat he just did not have the time or inclination to do that. His objective
was to show good results in the next quarter to his bosses in California. Six
months had gone and nothing positive had happened in the company.

1.What are the dimensions of expatriate management
which can be related with this case?